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Non-Technical Agile Leads to Waterfall: Guest Blog Series

Jul 28, 2019 1:20:50 PM / by Cliff Berg (Guest Blogger) posted in Agile, Agile Organizational Design, Modernized Technology, Product Portfolio Management, Agile Transformation, Digital Transformation, Waterfall, Guest Blog, Cliff Berg

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There is a trend today that I find troubling: non-technical release train engineers, Agile coaches, or others in Agile leadership roles who are non-technical, leading the way for Agile ceremony planning without including technical thought leaders who know the technical side of Agile (which today is CI/CD).

Technical practices are the backbone of Agile. It is the technical practices that make Agile possible. If you don’t center discussions around technical enabling practices, you are wasting your time.

Don’t get me wrong: there are non-technical things about Agile. Things like a Lean Portfolio, retrospective, and backlog grooming. But if you want to improve those processes, you have to include a discussion of the technical enablers that make improvement possible.

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7 Benefits of User Story Mapping

May 16, 2017 2:00:00 PM / by Urooj Hussain posted in Digital Strategy, Product Portfolio Management, User Story Mapping

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User Story Mapping is an excellent technique to visualize how the solution is going to be iteratively developed in fast-feedback cycles.  MVPs can be defined for various reasons such as validating the need for certain functionality, gaining user feedback on design decisions, or investigating technical techniques. The story map will visually show how the team will iterative develop working solutions and evolve toward a MMP (minimum marketable product).        

 

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Agile Enterprise Portfolio Management for Release Orientation

May 6, 2014 2:52:35 AM / by Naeem Hussain posted in Release Orientation, Enterprise Portfolio Management, Digital Strategy, Product Portfolio Management

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The third foundation –Agile Enterprise Portfolio Management– A lean project funding and tracking process that ensures Just In Time funding of ideas, so that the rest of the machinery can deliver the value at a rapid pace. In traditional organizations, budgeting and pre-planning ideas for the long term and short term – many a times put the organization in a position to not pick up and work on ideas that are demanded by the market because the internal processes of the companies do not aid the company to be agile and nimble to react to market conditions. So, while your development organization may have adopted agile delivery processes, it does not truly help if your project intake process is still stuck in the 60’s.

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